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tion that acts in the interests of all Mem-
ber States. The issue of gender disparity
in senior WHO staff is a serious concern
to me. If WHO wants to be a modern
international organisation, it must do
better to recruit, retain and promote tal-
ented women. Moreover, no region has a
monopoly of public health talent and ex-
pertise, which means that professional,
managerial and diplomatic competency
must be the most important criteria
against which all staff - including the Di-
rector-General - must be judged by.

Of the original 6 candidates fielded, you
are the only one who has continued in
your previous role. How are you man-
aging the workload and how are you
differentiating between official func-
tions and campaign activities?
At the moment I am Under-Secretary-
General and Special Adviser to the
UNSG on a range of issues related to
sustainable development, climate and
finance. This also includes about 40% of
my time being devoted to developing a
new UN approach to cholera in Haiti.
My team and I are also responsible for
ensuring the transfer of these strategic
functions from the present Secretary-
General to his newly appointed succes-
sor Antonio Guterres. This work is de-
manding and time sensitive. However,
it also comprises an important agenda,
and the Secretary General has requested
that I continue in these roles alongside
as Ebola and the global food crises) in ways that offer the election campaign. This is very challenging, but those
strategic direction to large numbers of actors beyond the who have worked with me know I am extremely commit-
UN system. My solid experience of partnering on a large ted and energetic, and can handle both responsibilities. I
scale and the political connections I have made enable me am scrupulous about separating my campaign activities
to galvanise the multilateral system, take account of the from my day job and will publically share my campaign
interests and needs of Member States and engage other activities and finances with the WHO and on my web-
actors in ways that are principled and transparent. site.

For many international organisations these days, un- In this respect, I believe the election of the Director-Gen-
derrepresentation, across regions and gender, especially eral should be fair, open, equitable, transparent and com-
at senior levels of the organisation, seems to be a signifi- pliant with the WHO'S Code of Conduct.
cant issue. If you were Director-General, what would
you do to address these challenges at the WHO? Finally, in one sentence, what would success look like af-
As Director-General, I will start by establishing a task ter you step down as Director-General?
force to look at underrepresentation of different groups Success for me would mean that, through its performance
(sex, geography, disability; profession) in the work force. in nurturing the fullest attainment of health in all com-
munities, WHO becomes recognised and trusted by gov-
Diversity is essential to ensure the breadth and depth of ernments, communities and peoples, as the undisputed
perspective needed in any truly international organisa- leader on all health issues.

INTERNATIONAL DIPLOMAT - DIVA
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